This was also published as a Twitter thread here

Scaling a company 4x in just two years as a founder and CTO isn’t easy—but it’s possible with the right systems. Over time, I’ve adopted and evolved these systems for myself, and they’ve been game-changers for managing time, learning, and delegation. Here’s how I did it.

A. Systems for Time

Managing time ruthlessly and effectively was critical to scaling InfraCloud. I leaned on these three strategies:

1. Defragmentation of My Calendar

Every day and week, I’d “defragment” my calendar as much as possible. I’d divide the day or week into meeting and non-meeting “long chunks,” which gave me the focus time I needed to tackle big-picture challenges. During the day, I’d keep the first or second half empty, and over the course of the week, I’d carve out 2–4 half-day slots for deep, uninterrupted work.

One key thing here was setting that expectation with my team so they wouldn’t book time in my focus slots. I’d block those long chunks out in advance and set auto-decline for new meetings. This structure ensured I could stay strategic while still handling the day-to-day.

2. No Document, No Meeting

If someone sent a meeting request, I’d decline it and ask for a context document first. At least one pass of the document had to happen before we got into any meeting. This saved hours of back-and-forth and ensured we were aligned before diving into discussions.

3. BuJo & Sunday Night Calendar Planning

A combination of Bullet Journaling (BuJo) and Sunday evening planning for the week gave me immense clarity. I’d map out “focus blocks” on my calendar before starting the week, setting the stage for what was most important. This ritual added a great sense of clarity and kept my priorities sharp. I’d also revisit and adjust those priorities daily, maintaining my BuJo and calendar entries accordingly.

B. Systems for Learning

As a CTO scaling a company, I wanted to learn as much as I could with the minimal time I had. These three principles helped me achieve that:

1. Context Is King

Once you start scaling and working at higher abstraction levels, context becomes king in many scenarios. Let me explain with a few examples:

Often, when working on customer challenges, the solution is the easy part. It’s defining the problem as clearly and precisely as possible that makes the difference. You need to contextualize the problem—from the business perspective, technical teams, management, and more—and distill it for solution-building.

This approach ensures you’re not just reacting but building with purpose and clarity.

2. Read, Tinker, & Read

Scaling a company means you’re constantly trying to scale teams, delegate effectively, and keep tabs on technology updates—all at an abstract level. That requires reading and learning a ton of things. You’ll get to try a few things hands-on, but for many others, you’ll learn from others’ experiences and books to avoid reinventing the wheel.

For tech, learning at an abstraction level means reading docs and demos, then tinkering with a few things to gain a deeper view. This balance of reading and hands-on experimentation keeps you sharp and informed.

3. You Don’t Know a Thing!

One of the biggest blockers to learning faster is assuming you know everything—or not knowing what you don’t know. Being a good listener and absorbing things, while constantly mapping what you know and what you still need to learn, is key. I approach learning with a T-shaped skill map in mind: deep expertise in some areas, broad knowledge in others, and always room to grow.

C. Systems for Delegation

Delegation is the hardest part of scaling—but also the highest leverage. Here’s how I approached it:

1. Design the Process/Outcome & Delegate

One effective way to delegate is to do some research, document the broad outcomes, constraints, and methods (if any), then hand it off to a team or individual. I’d set up a 15-minute sync, repeating every few days or a week, to ensure: The team was on the right path and the course was correct.

We’d discover new insights I hadn’t considered, allowing us to improvise.

We could increase or decrease the scope of the original plan based on those findings.

This approach kept things moving while maintaining alignment.

2. Delegate N & O of LNO

If you’re familiar with the LNO framework by Shreyas Doshi, you’ll know it categorizes tasks as Leverage, Neutral, or Overhead. I’d delegate everything that’s Neutral or Overhead and can be handed off. For Leverage tasks—the ones with the biggest impact—I’d delegate even if the output was 80% as good as I’d do myself. Perfection isn’t the goal; progress is.

3. Try & Try

Delegation isn’t one-size-fits-all. What works with one person might not with someone else. What works for one task might not for another. What worked in one situation might not in another. So, you have to experiment—a lot—with people, tasks, and approaches. But unless you invest that critical time upfront, you’ll always be the bottleneck.

The Bottom Line

Scaling InfraCloud 4x in two years as a founder and CTO wasn’t about working harder—it was about working smarter with the right systems. By ruthlessly managing my time, prioritizing learning, and mastering delegation, I unlocked the growth we needed. These systems aren’t just for me—they’re for any tech leader looking to scale effectively.